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Supporting CRC, Rehab and Mater University Hospital

Annual Report

2016

2016 Annual Report

The Care Trustsecuring sustained charitable givingin an open and transparent manner

to empower children and adultsto live life to the full.

Accountability

Integrity

Transparency Honesty

The Care Trust was registered as a designated activity company on 13 October 2016.It is a designated activity company with share capital and charitable status. It was first

incorporated in 1974 and operates in accordance with the Companies Act 2014, the Gaming and Lotteries Act 1956(as amended), the Governance Code for Community, Voluntary and Charitable Organisations in Ireland,

and the Statement of Guiding Principles for Fundraising.


THE CARE TRUST VALUES

Table of Contents

A: Review of the Year

Chairperson's Statement 3

Chief Executive's Report and Business Review 8

Five Year Business Review 16

B: Governance

Board of Directors 22

Signed Compliance Statement with The Governance Code 26

Signed Statement of Guiding Principles for Fundraising 27

Governance Sub-Committee Chairperson's Report 30

Audit Sub-Committee Chairperson's Report 32

Remuneration Sub-Committee Chairperson's Report 34

Stakeholders Sub-Committee Chairperson’s Report 35

The Care Trust Risk Register 38

C: Financial Statements

Company Information 40

Directors' Report 48

Independent Auditor's Report to the Shareholders of The Care Trust Designated Activity Company 54

Statement of Financial Activities Including Income and Expediture Account 56

Statement of Financial Position 57

Statement of Changes in Shareholders’ Funds 58

Statement of Cash Flows 59

Notes to the Financial Statements 60

D: Supplementary Unaudited Information

Detailed Gross Revenues and Detailed Promoters’ Account 70

Detailed Income and Expenditure Account 71

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2016 Annual Report

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2016 Annual Report

Chairperson’s Statementfor the Year Ended 31 December 2016

We had another difficult year in 2016 with revenues of €5.07million down €0.7 million on 2015. Despite this, The Care Trust(TCT) still provided €2.44 million in funding to its Beneficiaries –the Central Remedial Clinic (CRC), the Rehab Group (Rehab)and the Mater Misericordiae University Hospital (MMUH).

Restoring the trust and confidence of Contributors is a majorchallenge in the sector and 2016, yet again, saw charities in thespotlight for all the wrong reasons. All the hard work andimprovements by so many charities are quickly undone whenthis happens.

Undeterred by events outside of our control, we sought to keepThe Care Trust’s profile and messaging before the public,placing four half-page testimonials in the Sunday Independentduring 2016, one in each quarter. Our Beneficiaries providedthe personal insights as to how people’s lives are enhanced byCRC, Rehab and the Mater Hospital. Ford Ireland generouslyassisted in the newspaper placements. The result was Jack’sStory from CRC , placed in March, Molly’s Story from Rehab, inJune and Patrick’s Story from the Mater Hospital, in September.In December’s placement, we ran a text-to-win competition.

We continued our draw offering of 36 cars in 2016 with threeFord Fiestas being won each month as well as cash consolationprizes. We used local press to advertise our car draws wherewe had a winner in that region and where we could present aphotograph of The Care Trust Contributor receiving their prize.

In December 2016, each one of our Contributors received aChristmas card, with a sincere thank you from The Care Trust,for supporting our three Beneficiaries and enabling us to provide€1.09 million to CRC, €1.09 million to Rehab and €0.25m tothe Mater Hospital. We are very proud of this achievement andit shows the extent of the commitment and trust of ourContributors. The challenge for 2017 is enhancing ourrecruitment of new Contributors, and securing their continuingcommitment by providing timely and accurate feedback on howfunds raised are being deployed. We are delighted to welcome3,117 new members who joined in 2016 and we are verygrateful to all our Contributors for their ongoing support.

The Care Trust, in its endeavours to keep the Board informedas to best practice in governance and reporting, invited theCharity Regulator to address the Directors and SeniorManagement Team. We were very pleased when Úna NíDhubhghaill, who was the then CEO of the Charities RegulatoryAuthority, obliged us. She emphasised the duties that attach tothe role of Trustee or Director and, in particular, underscored the

prohibition of private interest and the need for loyalty to theobjects of the charity at all times. She clarified that the primaryresponsibility for ensuring that funds raised from the public areutilised in a manner consistent with the objects of The Care Trustlies primarily with The Care Trust Board.

We also invited Sheila Nordon, Executive Director of the IrishCharities Tax Reform Group (ICTR), to address the Board at asubsequent meeting.[1] She noted that TCT is one of a smallnumber of Charities that has met the “triple lock” standard ofcompliance by implementing: The Principles of Good Governance; The Statement of Guiding Principles for Fundraising; and The Charities SORP (2015) disclosures in its financial statements.

The above are available in the Governance section of The CareTrust website along with the financial statements for theprevious four years.

Arising from ongoing governance changes at the CRC, theFriends and Supporters of the CRC (F&S-CRC) gifted its sharesin TCT, to the CRC. This required the nominees to The CareTrust Board from F&S-CRC to resign and they were dulyreappointed as nominees of CRC. The Care Trust shares arenow held in equal number by Shareholders Rehab and CRC.

In 2016, TCT and MMUH mutually agreed to extend theircurrent agreement for a further two years, to 30 April 2018. Theagreement commits TCT to remit €250k annually to MMUH.TCT also invited MMUH to input into TCT’s impending strategicreview and to explore additional and specific fundraisingcampaigns designed to return incremental funds to MMUH.

Upon invitation from the MMUH, The Care Trust was very pleasedto support the Irish Heart & Lung Transplant Association byproviding sponsorship for their trip in July 2016 to the 16thEuropean Heart and Lung Transplant Championships, in Vantaa,Finland.

The Board ensured that governance remained a central tenetin its operations by reviewing and updating a number of Boarddocuments including: TCT Directors’ Handbook; Governance Code checklist; Detailed Statement of Guiding Principles checklist; Detailed Risks Register; and Business Continuity Plan.

[1] In June 2016, ICTR and Fundraising Ireland (FI) voted to merge into a single organisation: Charities Institute Ireland.

Chairperson’s Statementfor the Year Ended 31 December 2016 (continued)

To reflect recent regulatory and other developments, wereviewed and updated our policies relating to: Data Protection/Use of Images; Expenses; Conflict of Interests; and Whistleblowing.

The Board also completed an annual evaluation of its ownperformance and an appraisal of the Chief Executive.

Given the decline in TCT fundraising revenues and theongoing difficulties in recruiting new Contributors, the Boardmet with the Shareholders at a special meeting on 16September 2016, to obtain their input and recommendationfor a strategic review. TCT Board member John McGuire ischairing this review and this will take place in 2017. Followingon from the recent reviews undertaken by CRC and Rehabof their respective operations, it is timely that TCT shouldundertake its own review of strategy and future direction. Theaim is to clarify and define the future direction of TCT with theobjective of enhancing its long-term effectiveness and impact,for the benefit of its Shareholders and Beneficiaries.

The Board greatly appreciates the support of Ford Ireland inits association with The Care Trust. This year, they providedmedia space and marketing assistance with the provision offour half-page adverts through the year in the national press.

I welcome the addition of Kathleen O’Meara to the Board asa Rehab nominee. Kathleen, as a Rehab executive, will bringa valuable link to the Rehab Group, while providing a wealthof support to TCT’s Board with her fundraising experience.

I would like to thank all the Board members who give of theirtime freely without fee or expense. In particular, I would liketo thank Tom Quinn who was Chairperson since early 2014,for his dedication to the role. His stewardship was vital inensuring appropriate governance, transparency andaccountability are at the centre of TCT’s objectives. Tomremains a valuable member of the Board. I also thank Killian

O’Higgins who was tireless in his endeavours to raise theissue of accountability for use of funds raised by TCT andfeedback from the Beneficiaries. Unfortunately, Killianresigned as a Director of Rehab shortly after being appointedas Chairperson of TCT, and consequently resigned from TCT.His input will be acutely missed. Finally, I wish to thank FionaMahon for stepping in as Acting Chairperson at the end ofNovember up until my own appointment at the Boardmeeting on 24 January 2017.

The role of The Care Trust in providing much-neededdiscretionary funding is very important to CRC, to Rehab andto MMUH. We seek to secure and grow this support byinvesting at every opportunity in the highest standards ofgovernance, full transparency and clear accountability. Thegenerosity and commitment of our Contributors is themeasure of our success.

4

Bernard WalshChairpersonMarch 2017

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Cheque Presentations to Beneficiaries for 2016

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2016 Annual Report

Senan Mullins, CEO, The Care Trust presentsa cheque for €1,094,250 for the full year,2016, to Rehab. Pictured (L to R), Mo Flynn,CEO, Rehab, Senan Mullins, and Kathleen O’Meara, Director ofCommunications, Public Affairs & Fundraising, Rehab.

Bernard Walsh, Chairperson, The Care Trustand Senan Mullins, CEO, The Care Trustpresent a cheque for €1,094,250 for the fullyear, 2016, to The Central Remedial Clinic.Pictured (L to R), Senan Mullins, Stephanie Manahan CEO, CRC, Ziva Newman Head of Philanthropy andPartnerships, CRC, Kieran Timmons,Chairman, CRC and Bernard Walsh.

Senan Mullins, CEO, The Care Trust, presentsa cheque for €250,000, for the full year,2016, to the Mater Misericordiae UniversityHospital (MMUH). Pictured (L to R), ProfessorBrendan Kinsley, Executive Clinical Director,MMUH, Gordon Dunne, CEO, MMUH;Professor Tim Lynch, Chairperson, MedicalBoard, MMUH; Senan Mullins; ProfessorPeter O’Gorman, Director of Pathology andConsultant Haematologist, MMUH

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Chief Executive's Report andBusiness Review

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8

Chief Executive's Report and Business Reviewfor the Year Ended 31 December 2016

Gross income for the year is at €5.07 million, down €0.65million on the previous year, proving 2016 to be anotherchallenging year for The Care Trust (TCT). Amounts paid toBeneficiaries in 2016 at €2.44 million, were down €0.33 million

compared with €2.77 million paid in 2015. It was another yearwhere charities were in the news for the wrong reasons andpublic confidence continued to be undermined.

Review of Operations

The operating surplus for the year, after discharging amountsdue to Beneficiaries and accounting for all expenditure in raisingfunds, is €119k (2015: €75k). This increase in surplus belies avery difficult fundraising year. Amounts due to Beneficiaries, at60% of lottery proceeds as stipulated under lottery licencelegislation, fell to €3.04 million (2015: €3.51 million). The 2015figure included a once-off amount of €199k relating to thetransfer, by Rehab, of the Rehab Draw to TCT. Totalexpenditure for costs of generating lottery funds, support costsand governance costs, amounted to €1.91 million (2015:€2.13 million).

The difficulty in recruiting fundraising representatives to enrolnew Contributors is reflected in the drop in the cost ofgenerating lottery funds, from €1.28 million in 2015 to €1.18million in 2016, a reduction of €100k. There was also areduction in support costs from €799k to €679k, a fall of€120k, mainly due to reduced staff costs. Taken together, thiswas a reduction in costs of €220k and it helped cushion thefall in TCT’s Agency fee for running the lottery (40%) from €2.21million in 2015 to €2.03 million in 2016, a reduction of €0.18 million.

Results for the YearGross Revenues: January to December 2016

€5,073,517

TCT - cash collectors commission, €456,552,

9%

TCT - surplus, €118,810,

2%

Rehab, €1,139,183,

23%

CRC , €1,139,182,

22%

MMUH, €250,000,

5%IHLTA, €1,648,

0%

Prize fund, €514,097,

10%

TCT -non staff€652,231,

13%

TCT - staff costs,

€801,814,16%

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Chief Executive's Report and Business Reviewfor the Year Ended 31 December 2016 (continued)

As a lottery-based operator, it is difficult for us to match the prize pay-outs of a national lottery, but we do compare very favourablyon the percentage paid to Beneficiaries as shown below:

Benchmarking Performance

2016 v 2015 Revenues

€ 0

€1,000,000

€2,000,000

€3,000,000

€4,000,000

€5,000,000

€6,000,000

€7,000,000

Amounts dueto promoters€3,044,110

Amounts due topromoters€3,514,442

Costs of genera�ng lo�ery funds € 1,183,333

Cost of genera�nglo�ery funds,

€1,280,330

Support costs€ 678,869

Support costs€ 799,457

Governance costs€48,395 Governance

costs€49,328

Opera�ng profit€118,810

Opera�ng profit€74,897

Loss on disposal of fixed assets,

€6,300

2016 €5,073,517 2015 €5,724,754

The Care Trust Irish National Lottery Camelot UK Lotteries Ref period - year ended 31.12.2016 31.12.2015 31.03.2016

€m €m €m

Lottery revenues 5.07 100% 670.40 100% 7,595.20 100%

Prizes (0.51) 10% (381.10) 57% (4,198.90) 56%

Expenses of promotion (1.91) 38% (121.40) 18% (615.80) 8%

(2.42) 48% (502.50) 75% (4,814.70) 64%

Lottery duty (911.50) 12%

Beneficiaries (2.53) 50% (188.00) 28% (1,772.30) 23%

Agency Profit 0.12 2% (20.10) -3% 96.70 1%

Our external auditors, Ernst Young (EY), again delivered anunqualified audit opinion on the 2015 financial statements. Inaddressing the Board and Senior Management Team, theCEO of the then Charities Regulatory Authority, Úna Ní

Dhubhghaill, stated that responsibility primarily lay with TCT’sBoard in accounting for the use of funds raised. As TCT’sstrategic review gets under way in 2017, this will be a key areafor working more closely with our Beneficiaries.

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Meetings & InternalCommunicationsIn January 2016, management met with the contributoragents and with the fundraising representatives to updatethem on the previous year results and to re-emphasise theprinciples of good fundraising and the appropriate behaviourrequired when representing TCT. All agents andrepresentatives sign a Code of Conduct for their TCTactivities, confirming their acceptance of The Care Trust’smission and values, along with their understanding ofappropriate fundraising standards.

External Reporting &Licence RenewalThe transition from limited company (TCT Ltd) to designatedactivity company (TCT DAC) was finalised on 13 October2016. This followed a formal review and update of the TCT’sMemorandum and Articles of Association. Our newConstitution was approved by the Revenue Commissioners,formally adopted and approved by our Shareholders and theBoard, and filed with the Companies Registration Office.

The annual return to the Garda Síocháná was submitted in April2016. This report to the Gardaí includes details of funds providedto Beneficiaries, costs incurred by TCT, prize-winner details foreach draw during the year and an original result sheet for eachdraw. There were no issues in our application to the DublinDistrict Court for the renewal of our annual Lottery Licence.

TCT communicates with Contributors via ‘thank you’ lettersfor new Contributors and annual updates on fundraising. Wealso provide Contributors with secure on-line access to theirdetails via ‘My Care Trust’ account portal.

The dedicated Governance section of our website is updatedregularly with policies and relevant documents, and our profileis maintained on the web portal of the Charities RegulatoryAuthority.

Complaints & FraudRegistersRegisters detailing complaints and attempted fraud caseswere updated regularly and presented to the Board at eachmeeting during the year, to keep the Board informed of allissues arising. At year-end, the completed registers wereprovided to both the external and internal auditors.

Internal ReportingThe Board convened seven times in 2016, while there wasone meeting for each of the Sub-Committees: Audit,Remuneration, and Governance. There was also one meetingof the Stakeholders Sub-Committee and the Working Groupfor Fundraising Representative Recruitment met a number oftimes during the year.

Detailed monthly management accounts are presented to theBoard and to Shareholder entities within 10 days of thepreceding month-end. TCT now uses SharePoint as a secureand efficient method to store and share all Boarddocumentation and correspondence. The minutes of allBoard and Sub-Committee meetings are recorded, signedand posted to SharePoint.

In line with strategic reviews completed by the Shareholderson their respective operations, TCT has set about planningfor a strategic review. Consultations with the Shareholderswere held in 2016 and, under the chairpersonship of TCTDirector John McGuire, a Board Sub-Committee is chargedwith completing this review. It is envisaged that the review willbe completed by the half-year mark in 2017. The NovemberBoard Meeting approved the TCT Business Plan for 2017 –2019. The upcoming strategic review may impact on thisplan, depending on its outcomes and recommendations.


2016 Annual Report

2016 Annual Report

The Care TrustRetirement Solution PlanThe Care Trust has a Defined Contribution pension scheme,Scheme No. 601873, which is approved by the RevenueCommissioners. The 2015 Annual Report for the scheme wasreviewed and approved at a meeting of the Trustees in June2016. The Annual Report was subsequently issued to all staffmembers and to SIPTU. An operational and governancereport was also completed in 2016, and this found there wereno issues relating to the scheme.

Investment in ITTCT continues to enhance its IT systems which play a keyrole in allowing a small administration team to processmonthly direct debits, matching of funds and the allocation ofdraw tickets.

In late 2015, we moved to Cloud computing with some minorelements being completed in 2016. Remote access is nowavailable for all staff on any device. All of our systems arehosted remotely with no hardware dependency in our office.

We have also fully implemented disaster recovery testing.Daily disk backups, which contain the previous 30-day history,are transferred to offsite Cloud storage. Microsoft’s “Azure”site recovery software is utilised to mitigate the risk of adisaster occurring in the offsite data centre. TCT can switchsystems to a Microsoft-hosted server with a maximum of 15-minute latency in data.

IT developments now also facilitate a monthly email of drawresults to Contributors and to enable the use of the secureSharePoint to share information with the Board and otherexternal stakeholders. 3D Secure software has beenimplemented for all on-line donations, PayPal has beenadded as a recurring contribution facility and our databaseemploys enterprise-standards data encryption. We continueto use and track social media activity.

Visits to BeneficiaryCentresIn September 2016, CRC Scoil Mochua in Dublin had aFamily Day and invited TCT to attend, as funds from TCT wereused to fund the refurbishment and the garden landscaping.This was a welcome opportunity for TCT staff to see anexample of how funds raised, are making a difference to thelives and well-being of people across the country.

In December 2016, a number of TCT staff were invited to visitthe RehabCare resource centre specifically tailored to peopleon the autism spectrum, in Eiscir Meadows, just outsideTullamore town. TCT staff were shown the existing centre inoperation and the unfinished new centre outside the town,due for completion in 2017. TCT funds have helped financethis development. In January 2017, a second visit to bothcentres was facilitated for another group from TCT, includingBoard member Bernard Walsh, following the impact andsuccess of the first visit.

Fundraising staff of The Care Trust were also facilitated in visitsto other Beneficiary resource centres including CRC inWaterford, National Learning Network in Letterkenny andRehabCare centres in the towns of Castlebar, Cavan, Galway,Wexford, Tullamore and in Ballinamore, Co Leitrim.


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Marketing and PromotionsA number of Facebook competitions were conducted during2016 to promote TCT and increase our on-line profile.

Using support from Ford Ireland, there were four half-pageadverts / testimonials placed in the national press, spacedthroughout the year, each taking the opportunity to highlightan individual who benefits from the services of CRC, Rehabor MMUH. The final advert was used for an additional prize-draw competition. We are grateful to Ford Ireland for all theirsupport and for assisting in promoting car winners in the localpress.

The opportunity was taken to update The Care Trust logo,incorporating the names of our three Beneficiaries, so that itis clear who we fundraise for, at a glance.

The Care Trust Car DrawIn 2016, 36 Ford Fiesta cars were won, over 13 counties. In2015, the 36 cars were won over 17 counties and in 2014 itwas over 19 counties. Dublin with its large population has themost car winners, in each of the last three years. In 2016,Limerick was second place with 5 car winners. Cork, Limerickand Longford shared second place in 2015 with 3 car winnerseach. Meath and Tipperary were vying for top spot with Dublinin 2014 as all three counties had 4 car winners each. Therewere also 21 consolation cash prizes won each month, 252in the full year.

The Year AheadFor 2017, the groundwork for good governance has beendiligently set in place over the last number of years by theBoard, under the stewardship of Tom Quinn as Chairperson.As Chief Executive, I am very grateful to him for his time,

support and guidance throughout that period. I am alsograteful to Killian O’Higgins, who served as our Chairpersonfor a brief period in 2016, and to Fiona Mahon, for steppinginto that role when needed. Bernard Walsh was appointedChairperson on 24 January 2017.

The requirement for appropriate governance is wellestablished and the need now is for vigilance in maintaining,updating and disseminating this value throughout ourorganisation.

In 2017, The Care Trust Board and management will affordtime to focus on sustaining and growing our fundraising andthis will be assisted by the strategic review and its timelyexamination and assessment of TCT operations, structuresand future direction.

We aim in the coming year to achieve gross revenues of €4.6million with payments to Beneficiaries of €2.15 million.

I wish to thank all the Directors for their ongoing support andselfless commitment and the Senior Management Team, staff,representatives and agents, for their continuing dedicationand loyalty in a difficult period.

I also wish to thank Ford Ireland for their continuing support.Lastly and most importantly I thank all our Contributors fortheir comitment and generosity.

Senan MullinsChief ExecutiveMarch 2017


2016 Annual Report

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The Care Trust Car Draw

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36 2015 1 1 3 2 10 1 1 1 3 3 2 1 1 1 2 2 1

36 2014 1 1 3 1 4 1 3 1 2 2 1 1 4 1 1 2 2 4 1

Car Winners

Ciarán McMahon, Managing Director of Ford Ireland with Senan Mullins, CEO of The Care Trust.

Oliver Hoey from Ballymakenny, Drogheda, wins a new Ford Fiesta in the January 2016 Care Trust Draws. Pictured above isOliver receiving the keys of his new Ford Fiesta from Phil Reid, Regional Manager with The Care Trust. Also pictured is NickySmith Managing Director of Smiths of Drogheda, official Ford Dealers.

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Five Year Business Reviewfor the Year Ended 31 December 2016


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Five Year Business Reviewfor the Year Ended 31 December 2016

Gross Revenues

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

2016 2015 2014 2013 2012

Mill

ions

The Care Trust - agency fee Beneficiaries Prize fund

€2.21 €2.25

€2.86 €2.95

€2.95 €2.80€3.73 €3.86

€0.57 €0.57 €0.57€0.56

€2.03

€2.53

€0.51

2016 2015 2014 2013 2012

Gross Revenues €5,073,517 €5,724,754 €5,618,624 €7,159,586 €7,387,275

Prize fund €514,097 €564,806 €569,904 €569,275 €569,300

Beneficiaries €2,530,013 €2,949,636 €2,801,270 €3,726,477 €3,863,065

The Care Trust - agency fee €2,029,407 €2,210,312 €2,247,450 €2,863,834 €2,954,910

€5,073,517 €5,724,754 €5,618,624 €7,159,586 €7,387,275

Beneficiaries

Op balance due (€18,075) €14,709 €27,706 €24,286 €43,274

Due in year €2,530,013 €2,949,636 €2,801,270 €3,726,477 €3,863,065

Paid in year (€2,440,148) (€2,982,420) (€2,814,267) (€3,723,057) (€3,882,053)

Closing balance (surplus) / due €71,790 (€18,075) €14,709 €27,706 €24,286

The Care Trust

Agency Income €2,029,407 € 2,210,312 € 2,247,450 € 2,863,834 € 2,954,910

Expenditure (€1,910,597) (€2,135,145) (€2,478,816) (€2,813,407) (€2,981,831)

Surplus/(deficit) €118,810 €74,897 (€231,366) €50,427 (€26,921)

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Five Year Business Reviewfor the Year Ended 31 December 2016 (continued)

Contr ibutor Nos.

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2016 2015 2014 2013 2012

Direct debits Cash collections Salary deductions Once off amounts

Membership 2016 2015 2014 2013 2012

Direct debits 23,832 25,278 24,540 31,261 32,114

Cash collections 11,392 14,037 15,975 21,972 29,417

Salary deductions 863 2,992 1,084 1,257 1,682

Once off amounts 856 984 324 323 372

36,943 43,291 41,923 54,813 63,585

Use of The Care Trust funds by the Central Remedial ClinicOver the last three years, CRChave spent €297,979 of fundsraised by The Care Trust onnecessary medical equipment,furniture and the vehicle,pictured below, a customisedCRC bus.

Scoil MochuaWe were both a little nervous when we started the CRC,but we started talking to each other and became friends.We both like to play tricks on other trainees and staff. Weboth like to tell people their shoe laces are open, but whenthey look down we laugh.

We both can travel independently and the programmelinked us in with Dublin Bus travel, which helped us achieveour goals. This opened up lots of opportunities for us. Nextstop “Work”.Ciara Henvey (the Rehabilitative Training programme atCRC) and her best friend Kameesha Sukkooba.

Scoil Mochua in Clondalkin is a non-denominational and co-educational special national school under the patronage of theCentral Remedial Clinic (CRC). It serves children with multiple disabilities, which means children with a primary physical disabilityand with other additional significant disabilities that can be managed by CRC school staff and resources.

The “Sunflower Garden”, the garden grounds and the children’s playground in Scoil Mochua were fully developed in 2016 withCare Trust funds.

Currently, the CRC clinical services teams operate out of prefabricated buildings. One of these prefabricated buildings wasrepaired and refurbished during 2016 with funding provided by The Care Trust.

Over the last three years, CRC have spent €266,874 of funds raised by The Care Trust on the capital projects at Scoil Mochua,Clondalkin, along with a further €514,937 spent on capital work at the CRC in Clontarf, on necessary renovations to the swimmingpool for wheelchair users.

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2014 2015 2016 2017 Actual Actual Actual Budget € € € €

The Care Trust Income 456,155 1,259,368 1,094,702 1,090,000

CRC Expenditure (127,576) (698,269) (1,198,034) (1,904.380)

Carried forward 328,579 561,099 (103,332) (814,380)

Cumulative balance carried forward 328,579 889,678 786,346 (28,034)

CRC Expenditure

Staff training & education 52,043 102,635 100,000

Medical equipment & furniture 145,206 103,856 124,000

Vehicles 48,917 127,000

Computer server 137,577

Information technology projects 101,500

IT equipment 30,131 39,912 58,000

Capital works - Clondalkin 63,766

Buildings 39,420

Gardens 69,694

Health & safety 93,994

Capital works - Clontarf

School playground 33,950

Flood defence 185,480 1,000,000

Fire lighting & alarms 150,643 160,000

Health & safety 12,623

Swimming pool renovation 343,769 171,168

Capital works - Swords

Site preparation 7,181

Staff costs

ABA psychologist & company secretary 69,350 108,861

CRC Research Trust 25,000 25,000

CRC Research Trust 10,000

Fundraising costs 29,205 8,126 35,233 115,020

Total 127,575 698,269 1,198,035 1,904,381

Use of The Care Trust funds by theCentral Remedial Clinic

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Use of The Care Trust funds by the Mater Misericordiae University Hospital

Use of The Care Trust funds by Rehab

The Mater Misericordiae University Hospital (MMUH) used fundsprovided by The Care Trust in 2016 to support the hospital’sResearch Laboratory facilities.

Upon an invitation from the MMUH, the Care Trust weredelighted to sponsor the Irish Heart and Lung TransplantAssociation when it competed in the in the 16th European Heartand Lung Transplant Championships held in Vantaa, Finland.

Patrick Barry, is Ireland’s youngest heart transplant recipient.In December 1993, at the age of 11 with only months to live hereceived his transplant at the National Heart and Lung Transplantcentre at the Mater Misericordiae University Hospital in Dublin.Now at 33, married to Amanda with 2 children, he is proof thatorgan donors don’t just save lives but give life. “If I had notreceived my new heart I would not be alive today and my childrenwould not have been born”. In July this year he took part in the16th European Heart and Lung Transplant Championships heldin Vantaa, Finland. The games raise awareness of the benefitsof organ donation and transplantation. Patrick won gold medalsin singles and doubles tennis and a silver medal in the 100metres sprint.

The Care Trust and the Mater Misericordiae University Hospitalare proud to support Heart and Lung Transplant Team Ireland.

Funds raised by The Care Trust, to the amount of €500,050,were allocated by Rehab, to develop a new day service forpeople on the autism spectrum in Tullamore, Co Offaly. Thiswork was largely completed in 2016. Marie Hensey, the co-ordinator for the Tullamore Centre, very kindly gave of her timein January 2017, to show a number of our fundraising staff, thepresent facilities and the new building, which will be opened in

late Spring of 2017. The present Rehab facility is not suitablefor the people using it, given their heightened sensitivity to theirenvironment. The new facility is bright, spacious, opening ontogardens and is located in a quiet suburban area. It was simplywonderful to see how funds raised by TCT were making adifference in the lives of people using the services of Rehab.

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Board of Directors


22

Board of Directorsfor the Year Ended 31 December 2016

Fiona Mahon is a Chartered Secretary with over 20 years’ experience as a Company Secretary andcorporate governance professional. Fiona currently is Head of Company Secretarial at Eversheds andhas previously worked with KPMG, Ernst & Young, Irish Bank Resolution Corporation and was DeputyGroup Secretary at Bank of Ireland. Fiona has experience as a Director on a number of Boards andhas worked extensively with Boards across the spectrum with companies ranging from small singlemember companies right up to listed and regulated plc’s. Fiona’s specialities include CorporateGovernance, Company Law, Law of Meetings and Meeting Administration, Statutory Compliance,Regulatory and Stock Exchange compliance, and Fitness & Probity.

Fiona has experience on high-level regulatory committees responsible for formulating policies includingthe Company Law Review Group and CROLink and is a former president of the Institute of CharteredSecretaries and Administrators (“ICSA”) in Ireland. Fiona is currently the Chair of the Irish CompanySecretaries Group.

Fiona Mahon - Vice-Chairperson

Tom Fleming joined Volkswagen Group Ireland as Director of Human Resources in 2011. He has aBusiness Degree from Dublin City University and a post-graduate qualification in the Psychology ofOrganisational Development and Change from Herriot-Watt University, Edinburgh. He has also beena member of the Chartered Institute of Personnel and Development for over 25 years.

After graduation, Tom spent 14 years in the United Kingdom working in various human resources andoperational roles with leading multinational organisations including Alstom, PepsiCo, B&Q and Jewson.Tom returned to Ireland in 2001 to join Diageo where he spent eight years in senior human resourceand commercial roles. He has also worked as an organisation development consultant in both Irelandand the United Kingdom.

Tom Fleming

2016 Annual Report

Bernard Walsh has worked for over 20 years in banking and finance. He is currently Head of Pensionsand Investments at Bank of Ireland Life. He previously worked for Ulster Bank, Barclays Bank andTrustee Savings Bank. He is a regular commentator on finance and economic matters in the media.He holds a Bachelor of Commerce Degree from University College Cork and postgraduatequalifications from University College Dublin and Coventry University. He has previously served as aDirector in the Credit Union sector and serves on a Trustee Board.

In January 2017, Bernard was appointed Chairperson of The Care Trust Board.

Bernard Walsh - Chairperson

2016 Annual Report

23

Board of Directorsfor the Year Ended 31 December 2016 (continued)

Joanne Kelleher has more than 20 years experience in Irish health services and has held a number ofsenior management roles. In November 2013, she commenced Doctoral Studies in Governance atUniversity College Dublin and the Institute of Public Administration. Prior to enrolment in the doctoralprogramme, Joanne was a senior manager of clinical services and children’s services in a leadingorganisation for people with intellectual disabilities. In addition to this role, she led out on a number ofchange management initiatives and chaired the Board of Management of a Special National School.

Joanne holds a Bachelor in Social Studies Degree as well as professional social work qualificationsfrom Trinity College, Dublin. In 2011, she was also awarded a Masters in Health Services Managementfrom Trinity College. Her Masters dissertation focused on the development of Clinical Governance.

Joanne Kelleher

John McGuire retired from the Rehab Group in June 2013 after holding the positions of Director ofFundraising and Managing Director of Rehab Lotteries Limited over a period of 25 years.

He currently works as a business consultant and is a non-executive Director of Herbert StreetTechnologies Limited, and of the David Manley Awards for Emerging Entrepreneurs.

Earlier in his career, he was the head of marketing consultancy with Price Waterhouse Coopers inDublin and worked in a number of positions for Enterprise Ireland including Director-Germany, basedin Dusseldorf. He has held other senior marketing positions with British Oxygen Company ("BOC")Limited in London and Irish Industrial Gases Limited in Dublin.

He was elected Chairperson of the Marketing Institute of Ireland in 1989 and was conferred withFellowship of the Institute in 1997. He also was appointed by the Irish Government to serve asChairperson of the Crafts Council of Ireland from 1991 to 1993. He is a graduate of University CollegeDublin from which he received Bachelor of Science Degree and Doctorate in Chemistry.

John McGuire

24

Board of Directorsfor the Year Ended 31 December 2016 (continued)

Tom Quinn is a Director of the Central Remedial Clinic (CRC).

Tom retired in 2009 as RTÉ Group Secretary after 40 years of service. His previous positions withinRTÉ included Staff Relations Executive, Job Evaluation Manager, New Administration Manager andDirector of Corporate Affairs/Secretary. He is a founding Director of TG4 and former Chairperson ofRadio Tara Limited, more commonly known as Atlantic 252.

Tom is a former representative of the Corporate Governance Association, and was a member of theworking group that produced the Governance Code for Community, Voluntary and CharitableOrganisations that was issued in 2012. He is currently a Director of Don Bosco Teenage Care HousingAssociation and a Trustee of the RTÉ Benevolent Society.

A Barrister-at-Law and Chartered Fellow of the Chartered Institute of Personnel and Development,Tom holds a Bachelor of Arts Degree and Postgraduate Diplomas in Social Science, European Lawand Corporate Governance from University College Dublin.

Tom Quinn

2016 Annual Report

Kathleen O’Meara was appointed in 2016 as Director of Communications, Public Affairs & Fundraisingat the Rehab Group. She is responsible for raising awareness of Rehab’s work through advocacyand communications strategies and also for building on key relationships with relevant partners andgovernment bodies. She oversees and co-ordinates fundraising activities focused both on corporateand major donors as well as local initiatives in the communities in which Rehab works.

Previously she was head of Advocacy & Communications, with the Irish Cancer Society (from 2008)and was a former member of Seanad Éireann, and a former ministerial advisor. She also worked asa journalist, both freelance and with RTÉ.

Kathleen O'Meara

Ziva Newman was appointed to The Care Trust Board on 23 January 2017.

Ziva is an experienced professional with a strong background in the commercial and the not for profitsectors. After spending nine years as a business development strategist in the corporate world, Zivadecided to reinvent her career and join the not for profit sector.

Ziva joined Central Remedial Clinic as the Head of Philanthropy and Partnerships in December 2016.Prior to joining the CRC, Ziva has worked in the philanthropic capacity for the Dublin City UniversityEducational Trust and the international UK based charity Interserve.

Ziva holds a Bachelor of Arts Degree in International Relations from the American College Dublin,Master of Arts in Politics from UCD and is a PhD candidate in Political Economy with UCD. Ziva hasbeen also awarded a Diploma in Fundraising and Management from the Charities Institute Ireland.

Ziva’s specialty and areas of most interest are higher education, children and adults with physical andintellectual disabilities, good governance, leadership and corporate fundraising.

Ziva Newman

2016 Annual Report

25252525


Principles of Good Governance

26

Principles of Good GovernanceWe, the Board of The Care Trust, commit to:

Principle 1. Leading our organisation.We do this by:1.1 Agreeing our vision, purpose and values and making sure that they remain relevant;1.2 Developing, resourcing, monitoring and evaluating a plan to make sure that our organisation achieves its stated purpose;1.3 Managing, supporting and holding to account staff, volunteers and all who act on behalf of the organisation.

Principle 2. Exercising control over our organisation.We do this by:2.1 Identifying and complying with all relevant legal and regulatory requirements;2.2 Making sure there are appropriate internal financial and management controls;2.3 Identifying major risks for our organisation and deciding ways of managing the risks.

Principle 3. Being transparent and accountable.We do this by:3.1 Identifying those who have a legitimate interest in the work of our organisation (stakeholders) and making sure there is

regular and effective communication with them about our organisation;3.2 Responding to stakeholders’ questions or views about the work of our organisation and how we run it;3.3 Encouraging and enabling the engagement of those who benefit from our organisation in the planning and decision-making of the organisation.

Principle 4. Working effectively.We do this by:4.1 Making sure that our Board, individual Board members, Committees, staff and volunteers understand their: role, legal

duties, and delegated responsibility for decision-making;4.2 Making sure that as a Board we exercise our collective responsibility through Board meetings that are efficient and effective;4.3 Making sure that there is suitable Board recruitment, development and retirement processes in place.

Principle 5. Behaving with integrity.We do this by:5.1 Being honest, fair and independent;5.2 Understanding, declaring and managing conflicts of interest and conflicts of loyalty;5.3 Protecting and promoting our organisation’s reputation.

We confirm that our organisation is committed to the standards outlined in these principles. We commit to reviewing ourorganisational practice against the recommended actions for each principle every year.

2016 Annual Report

27

The Care Trust is committed to operating the standards of the Statement of Guiding Principles for Fundraising (the Statement).

The Statement is a guide to best fundraising practice and arises from a feasibility study and consultative process carried outby the charity sector in Ireland, in the context of the Charities Act 2009.

Specifically, The Care Trust has strategic and operating policies which are designed to ensure our compliance with therequirements of the Statement.

In this context we:

• Accept responsibility, at Board and Senior Management level, for fund raising standards

• Operate to best practice financial controls and reporting standards

• Are subject to independent financial audit annually and file statutory financial statements with the Companies Registration Office

• Adhere to our Contributor charter

• Implement our Contributor Care policy

• Ensure compliance with our Code of Conduct for Fund raisers / Fundraising Management

• Respond to all communications from Contributors, potential Contributors and the general public

• Comply with advertising and data protect ion standards

• Apply best practice employment, training and development procedures

For a copy of the Statement of Guiding Principles for Fundraising and / or for further information please view www.give.ie

Senan Mullins

Chief ExecutiveThe Care Trust

December 2016

Statement of Guiding Principles for Fundraising

2016 Annual Report

2016 Annual Report

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2016 Annual Report

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Reports of the Chairpersons of Sub-Committees for the Year Ended 31 December 2016

30

Governance Sub-CommitteeChairperson's Reportfor the Year Ended 31 December 2016

Handbook for The CareTrust Board of DirectorsThe Care Trust has developed a comprehensive Handbook forthe Board of Directors, detailing Board and operationalresponsibilities and policies. The Handbook also contains TheCare Trust Strategic Plan, Business Continuity Plan anddetailed Risks Register.

In 2016, the Handbook was reviewed and updated to reflectrecent changes in Irish company legislation; new governanceand Revenue guidance; the Governance Code for CommunityVoluntary and Charitable Organisations; and the ICTRStatement of Guiding Principles for Fundraising, to ensure itcontinues to reflect best practice in the fundraising sector.

This included necessary updates to the Expenses Policy;Conflict of Interests Policy; Whistleblowing Policy and DataProtection / Use of Images Policy. Once the review wascompleted, the revised Directors’ Handbook was issued to,and approved by, the Board.

The Governance Code forCommunity, Voluntary andCharitable OrganisationsThe Care Trust was confirmed as being compliant with TheGovernance Code (the Code) by the Sector’s GovernanceCode Working Group in 2015. In 2016, the Checklist wasreviewed to ensure continued compliance. A signed

statement of our compliance with the Code (page 26) is nowdisplayed in Head Office and on the dedicated Governancepage on our website.

Statement of GuidingPrinciples for FundraisingThe Care Trust continues to comply with the ICTR Statementof Guiding Principles for Fundraising (page 27) and thesigned statement is displayed in The Care Trust Office andon the dedicated Governance page on the Care Trustwebsite.

These values and principles are regularly communicated to,and propagated by, all staff. In 2016, Board members andall TCT Staff, Representatives and Agents were issued with a Code of Conduct to set out the key values of TheCare Trust.

Register of Directors’Interests, Where AConflict May AriseThe Conflicts of Interest Register was circulated to all Boardand Senior Management Team members for completion andthe composite Register was noted by the Sub-Committee andforwarded to the Board.

The Governance Sub-Committee is tasked with ensuringThe Care Trust (TCT) continues to maintain the standardsof best practice in corporate governance. It is alsoresponsible for performing an annual review, to include areview of the Board, the performance of the Chairpersonand the performance of the Chief Executive.

MembersJoanne Kelleher (Chairperson)Fiona MahonJohn McGuireTom QuinnThe Governance Sub-Committee met on 19December 2016

Governance Sub-Committee

2016 Annual Report

31

Designated ActivityCompanyOn 13 October 2016, The Care Trust converted to aDesignated Activity Company (DAC) under the Irish CompaniesAct, 2014. This followed a detailed review by the Sub-Committee of the Company’s Constitution (Memorandum andArticles of Association). I particularly wish to thank Fiona Mahonfor her guidance and assistance with the completion of thissignificant task.

Board EvaluationThe Sub-Committee produced a web-based Board evaluationquestionnaire and, following approval by the Board, this wascompleted individually by Board members. Boardperformance was assessed as strong and points were raisedin regard to ensuring the Board retains an overall competencyskill-set sufficient to discharge its duties; that it has relevantsales and marketing expertise; and that it continues to utiliseinternal and external resources to further its education andknowledge of the sector.

Chief Executive EvaluationAn evaluation of the performance of the Chief Executive wasconducted in December 2016. This afforded both the Sub-Committee and the Chief Executive a dedicated opportunityto review and assess the executive stewardship of theorganization for the full year 2016.

The assessment was under the following headings: supportingthe chairperson and the Board; implementing accountabilityand corporate governance standards; ensuring strategic andoperational effectiveness; and setting down some specific keyresult areas for the coming year. A formal evaluation report wasissued to, and approved by the Board.

Sub-Committee MeetingArising from the Board evaluation in 2015, Úna Ní Dhubhghaill,CEO of the then Charities Regulatory Authority, and Sheila

Nordon, Executive Director of the Irish Charities Tax ReformGroup, met with all Board members in the first half of 2016 toprovide expert briefings on the sector.

Úna Ní Dhubhghaill, in her presentation to the Board,emphasised the duties that attach to the role of Trustee /Board Director and, in particular, underscored the prohibitionof private interest and the need for loyalty to the objects of thecharity at all times. Ms Ní Dubhghaill also stressed that theprimary responsibility for ensuring that funds raised from thepublic are spent in a manner consistent with the objects ofThe Care Trust lies with The Care Trust Board.

Sheila Nordon spoke of the 'triple-lock standard' ofcompliance: implementing the Governance Code, theStatement of Guiding Principles for Fundraising and theCharities SORP. TCT has applied this standard of complianceand we continue to build on our work.

Key Tasks in 2016

Review of the Memorandum and ✓Articles/Constitution of TCT

Continued compliance with the Governance ✓Code and the ICTR Statement of Guiding Principles for Fundraising

Conversion to Designated Activity Company ✓Evaluation of the Board and Chief Executive ✓

SummaryI would like to thank my Sub-Committee colleagues for theiroverall input and co-operation, aswe continued to work through aheavy workload to ensure wedisplay best practice in all areas ofgovernance.

Joanne KelleherChairperson, Governance Sub-Committee

Governance Sub-CommitteeChairperson's Report for the Year Ended 31 December 2016 (continued)

2016 Annual Report

32

Audit Sub-Committee Chairperson's Reportfor the Year Ended 31 December 2016

Sub-Committee MeetingsThe Sub-Committee met on 4 March 2016, and this meetingdealt with the draft audited 2015 financial statements andAnnual Report. We discussed the audit findings with theexternal auditors, Ernst Young, and with the Chief Executiveand the Director of Finance & Administration. Subject to minoredits, the Sub-Committee recommended to the Board thatthe 2015 financial statements and Annual Report be approvedfor signing. The Board reviewed and approved the 2015financial statements and Annual Report on 15 March 2016.

This meeting allowed for a full and detailed discussionregarding the disclosures required by the Statement ofRecommended Practice (SORP) of 2015. It was noted thatThe Care Trust reflected appropriate reporting in its 2015financial statements for SORP 2015; FRS102 and theCompanies Act, 2014 disclosures. The Committee waspleased to note the additional information and changes informat that this has facilitated. However, it was noted that thefull compliance with the disclosure requirements of SORP2015, would require a limited number of additional disclosures,including additional information on the use of funds raised, bythe fund Beneficiaries.

The Sub-Committee also noted that a nil return was made in

respect of Directors’ Remuneration for the year ended 2015.The Sub-Committee reviewed the auditors’ formal‘Communication on Audit Matters to those Charged withGovernance’. EY noted that there were no unusual mattersidentified. There were no adverse findings in the areas ofrevenue, the operation of financial controls or unadjustedmisstatements.

Annual External Audit for 2016An interim annual audit was conducted in December 2016 byErnst Young to facilitate an early main audit in 2017, with theoverall aim of an efficient and timely audit process. The SeniorManagement Team (SMT) were involved in planning and inreview meetings with the auditors for both the interim and mainsections of the audit.

Each year, letters of support are sought and received from TCTShareholders to ensure TCT retains the status of goingconcern. For 2016, each Director has completed and signedan individual Remuneration Disclosure Certificate.

Audit Sub-Committee The Audit Sub-Committee is tasked with the oversight and review of all audits of The Care Trust (TCT), internal and external.The members of the Sub-Committee review the Annual Report and financial statements in advance of the Board’s approvaland discuss and recommend any necessary improvements in the area of financial controls or audit matters.

MembersBernard Walsh (Chairperson)Tom QuinnKillian O’Higgins (Resigned 30 November 2016)The Audit Sub-Committee met on 4 March 2016

2016 Annual Report

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Audit Sub-Committee Chairperson's Reportfor the Year Ended 31 December 2016 (continued)

Risk RegisterTCT has implemented a Risk Management Policy, approvedby the Board, and the SMT prepared a Risk Register in linewith the principles of ISO 31000: 2009: Risk Management –Principles and Guidelines. This was presented at Boardmeetings in 2015 and 2016.

TCT’s Risk Register is now reviewed regularly by the Audit Sub-Committee (in place of the Governance Sub-Committee), withany relevant recommendations or necessary actions

communicated to the Board. The Audit Sub-Committeewelcomes this development and believes it is further evidenceof TCT’s ongoing commitment to risk management.

Key Tasks in 2016

Oversight and review of external audit by ✓Ernst Young and any matters arising

Approval of the financial statements for 2015 ✓Review of Risk Register ✓

SummaryI commend the Chief Executive and his Senior Management Team for their diligence inmanaging the audit process, so that we had our 2016 Annual Report and financial statementsready for signing at the March 2017 Board meeting and, more importantly, that there wereno adverse findings.

As Chairperson, I wish to thank my fellow Sub-Committee members, Tom Quinn and KillianO’Higgins, for their valued oversight. A special word of thanks to Killian, who resigned fromthe Board of The Care Trust (30 November 2016), for his involvement in the Sub-Committeein 2016.

Bernard WalshChairperson, Audit Sub-Committee

2016 Annual Report

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Remuneration Sub-CommitteeChairperson’s Reportfor the Year Ended 31 December 2016

Work Completed in 2016In advance of the 24 February 2016 meeting, the ChiefExecutive provided the Sub-Committee with the current salary,benefits and pension remuneration details for the SMT. TheChief Executive also provided, in advance, pay and rewarddetails for all staff included in the 2015 statutory financialstatements, in accordance with the Charities Statement ofRecommended Practice (SORP) 2015 disclosurerequirements. The Sub-Committee reviewed this information indetail and were satisfied with the disclosures for the 2015Annual Report. They also agreed to recommend to The CareTrust Board that current rates of pay and benefits remain inplace for the SMT for 2016. This recommendation wassubsequently approved by the Board in March 2016.

The employment contracts for the Director of Finance &Administration and the Chief Executive, respectively, werereviewed in the light of recent voluntary reductions to pay andawards. At its meeting in November 2016, The Care TrustBoard approved the principal terms of the Chief Executive’scontract and contracts for both SMT members were signedoff early in 2017. I wish to thank the Chief Executive and theDirector of Finance & Administration for their constructive co-operation, in this regard.

The Sub-Committee also received a revised TCT ManpowerResource paper from Management, and noted that the itemis now under the remit of a Working Group, recently set up toexamine TCT resources.

The TCT Expense Policy was reviewed and updated in 2016,ensuring that expenses continue to be administered in line withIrish Revenue guidelines. There are operational guidelines on theprocessing of expenses, and any / all expenses from the CEOare reviewed and authorized by the Chairperson of the Board.

Key Tasks in 2016

Requirements of SORP disclosures for all staff ✓remuneration met

Updated contracts for the Chief Executive and ✓Director of Finance & Administration reviewed and approved

Directors’ Remuneration and Expenses for ✓2016 – Nil Returns

Remuneration Sub-CommitteeThe Remuneration Sub-Committee is tasked with ensuring that the remuneration of the Chief Executive Officer (CEO) andthe Senior Management Team (SMT) is set by a Sub-Committee of the Board, whose members have no personal interest inthe outcome of the decisions of the Sub-Committee and who will have due regard to the interests of The Care Trust (TCT).

MembersTom Fleming (Chairperson)Joanne KelleherThe Remuneration Sub-Committee met on 24 February 2016

SummaryThe Remuneration Sub-Committee continues to work with The Care Trust Board and the SMT to focuson resourcing the Company effectively, with due regard to the nature and risks of the business.

I thank my fellow Sub-Committee member, Joanne Kelleher, for her input and contribution this year.

Tom FlemingChairperson, Remuneration Sub-Committee

2016 Annual Report

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Stakeholders Sub-CommitteeChairperson’s Reportfor the Year Ended 31 December 2016

Sub-Committee MeetingThe main agenda item for the meeting was to hear first-handthe strategic and fundraising plans of both CRC and Rehab andhow these plans might impact TCT’s operations and activitiesinto the future. In addition, it was intended that the meetingwould provide an opportunity to discuss how best to facilitateon-going co-operation and assistance between all parties, toensure that maximum return to Shareholders is achieved.

Both Shareholders (Rehab and CRC), respectively, confirmedthat TCT’s fundraised income constitutes a primary source oftheir overall fundraising income and that it is strategicallyimportant for the future.

The Shareholders confirmed their respective fundraisingstrategies / activities are planned so as not to replicate orcompete with the fundraising activity of TCT. It was agreedthat, especially in relation to community fundraising eventsconducted by the Shareholders, TCT should be notified and,as appropriate, given the opportunity to be profiled at all suchevents.

At this meeting, the Board of The Care Trust reaffirmed that itis set to consider the merits, or otherwise, of commissioningan independent strategic review of TCT’s purpose andoperations. Both Shareholders confirmed their support forsuch a review to be undertaken.

Stakeholders Sub-CommitteeThe Stakeholders Sub-Committee was set up in 2015 to allow The Care Trust (TCT) to discuss and agree with the mainBeneficiaries, Rehab Group (Rehab) and the Central Remedial Clinic (CRC), combined measures to support the fundraisingactivities of TCT, in a very difficult fundraising environment.

MembersJohn McGuire (Chairperson)Tom FlemingTom QuinnThe Stakeholder Sub-Committee met on 16 September 2016

The following were also in attendance:

The Care Trust Joanne Kelleher Director, The Care TrustSenan Mullins CEO, The Care TrustPhilip McCabe Director Finance & Admin, The Care Trust

Representatives of Beneficiaries Kieran Timmins Chairperson, CRC BoardJimmy Tolan Chairperson, Rehab BoardStephanie Manahan CEO, Central Remedial ClinicMo Flynn CEO, Rehab GroupMichael Moriarty Finance Manager, CRCKathleen O'Meara Director of Communication, Public Affairs and Fundraising, Rehab

2016 Annual Report

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Stakeholders Sub-CommitteeChairperson’s Reportfor the Year Ended 31 December 2016 (continued)

SummaryIt was agreed that, going forward, a meeting with the Shareholders should be convened on aregular basis, initially once a year. I am very grateful to all the staff and stakeholders that attendedthe meeting in September and we look forward to further work in fostering proactive cooperationand communication with our main Beneficiaries.

John McGuireChairperson, Stakeholders Sub-Committee

Key Tasks in 2016

Convene plenary meeting with TCT stakeholders ✓Foster proactive cooperation and ✓communication with main Beneficiaries

Discuss the merits of commissioning an ✓independent strategic review

2016 Annual Report

2016 Annual Report

The Care Trust Governance Framework

Companies Act, 2014

The Governance Code Charities SORP

The Care Trust DAC Constitution

Statement of Guiding Principles

Lottery Licence

The Care Trust Governance Framework

The Care TrustPolicies &

Procedures

Conflict ofInterests

RiskManagement

Staff Expenses

DataProtection & Use of Images

Fraud

Whistleblowing

37

38

The Care Trust Risk Register

In 2015 TCT implemented a Risk Management Policy, approved by the Board and the Senior Management Team (SMT), andprepared a Risk Register in line with the principles of ISO 31000: 2009: Risk Management – Principles and Guidelines.

TCT has an ongoing commitment to tackle risk with risk assessment processes, training and controls. TCT’s Risk Registersets out the category and a description of each risk; the level of impact (consequences) and probability (likelihood). It alsosets out mitigating controls; a calculation of the residual risk level (after mitigating controls); and a risk owner. TCT uses abasic numerical score to calculate risk levels.

Category Risk Description Mitigating Controls

Funding / Reputation



Compliance / Statutory

Compliance / Statutory

Operational

Operational

Operational

Operational

Operational

Operational

Security

IT/CID/Info Management

Adverse publicity targeted specificallyat TCT

Fraud occurrence at any level. Risk tooperations and contributor retention

Adverse publicity/loss of trust. Risk tomaintain/extend contributor base

Poor Governance - negative affect onreputation and funding

Failure to meet legislation/statutoryrequirements

Cash handling by Agents

Ability to recruit and retain sufficient,effective fundraising representatives

Loss/unplanned absence of key staff

Fire/Flood/Power Cuts/Acts of God

Staff welfare, behaviour andperformance

Telephone failure

Crime activity/burglary orvandalism/Client data hacked orremoved

Systems failure

Detailed Annual ReportCharities SORP, Governance Code and Statement ofGuiding PrinciplesCommitted Management

Fraud RegisterInternal auditsSecure and encrypted systems

Shareholder supportDetailed Annual Reports & financial statementsPublic Relations advice and support

Engaged Governance Sub-CommitteeIndependent BoardIndependent AuditorsProfessional support for Board members

Board expertiseInternal & external auditsCharities SORPAnnual review of Governance Code

Agent agreements/Code of ConductConversion of cash business to Direct Debits

Board Working GroupContinue to try all channels to recruit/retain

Staff reviews / appraisalsActive Knowledge BaseRotation of duties

Business Continuity PlanInsurance coverSecure location

Staff Handbook / policiesAnnual appraisalsRegular meetings & small number of staff

Second broadband provider - failover testedMobile phones and Wi-Fi access

Alarms, systems security/encryptionData Protection PolicyDocument storage/shredding procedures

Cloud-computingOff-site back-ups/monthly 'Roll Over'Restore checks/off-site IT resourceDevelopment strategy/systems continuity plan Data encryption

2016 Annual Report

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393939393939


Company Information

40

Company Information

Chief ExecutiveSenan Mullins

Registered Number in Ireland45561

SolicitorsMcCann Fitzgerald,Riverside One,Sir John Rogerson's Quay,Dublin 2.

Registered Charity NumbersCRA 20043285CHY 13691

AuditorsErnst & Young,Chartered Accountants,Ernst & Young Building,Harcourt Centre, Harcourt Street,Dublin 2.

Registered AddressCollege House,71 - 73 Rock Road,Blackrock,Co. Dublin.A94 F9X9

Company SecretaryPorema Limited,22 Northumberland Road, Ballsbridge, Dublin 4.

Pension AdvisorsInvesco Pension and InvestmentConsultants,2 Sandyford Business Centre,Burtonhall Road,Sandyford,Dublin 18.

BankersBank of Ireland,6 Lower O'Connell Street,Dublin 1.

Allied Irish Bank,Main Street,Blackrock,Co. Dublin.

2016 Annual Report

41

Membership of The Care Trust Board andSub-Committees

Fiona Mahon1 Acting Chairperson CRC 30-Nov 24-May2

Tom Fleming CRC 24-May2

Joanne Kelleher CRC 24-May2

John McGuire3 Rehab 20-SepReappointed

24-Jan

Ziva Newman CRCAppointed

23-JanKillian O'Higgins4 Rehab 20-Sep 30-NovKathleen O'Meara Rehab 22-NovTom Quinn3 CRC 20-Sep | 24-May2

Appointed Bernard Walsh Rehab Chairperson

24-Jan

Directors 2016 2016 2016 2017Nominee Appointed Reappointed Resigned

2016 Meetings Board Remuneration Audit AGM Stakeholders Governance

7 1 1 1 1 102-Feb 24-Feb 04-Mar 24-May 16-Sep 19-Dec24-Feb15-Mar24-May26-Jul20-Sep22-Nov

Governance Sub-Committee 2016 2016 2016Appointed Reappointed Resigned

Joanne Kelleher Chairperson - - -Fiona Mahon - - -John McGuire - - -Tom Quinn - - -

1 Fiona Mahon was appointed Vice-Chairperson 20 September 2016 and Acting Chairperson 30 November 2016.2 On 24 May 2016, the shares in TCT held by the Friends and Supporters of the CRC (CRC-F&S) were transferred to CRC. As a result, Directors appointed by CRC-F&S resigned and were immediately reappointed by CRC.3 Tom Quinn resigned as Chairperson and John McGuire resigned as Vice-Chairperson on 20 September 2016, at the expiration of their terms. Both remain as Directors on the Board of TCT.4 Killian O'Higgins was appointed Chairperson 20 September 2016 and resigned from Board 30 November 2016.

2016 Annual Report

42

Remuneration Sub-Committee 2016 2016 2016Appointed Reappointed Resigned

Tom Fleming Chairperson - - -Joanne Kelleher - - -

Stakeholders Sub-Committee 2016 2016 2016Appointed Reappointed Resigned

John McGuire Chairperson - - -Tom Fleming - - -Tom Quinn - - -

Membership of The Care Trust Board andSub-Committees(continued)

2016 Annual Report

Audit Sub-Committee 2016 2016 2016 2017Appointed Reappointed Resigned

Resigned Bernard Walsh2 Chairperson 20-Sep Chairperson

24-JanAppointed

Tom Quinn Chairperson24-Jan

Killian O'Higgins1 20-Sep

1 Killian O'Higgins resigned as Chairperson of the Audit Sub-Committee on 20th September, on his appointment as Chairperson of TCT Board. He subsequently resigned from the Board on 30 November 2016.2 Bernard Walsh resigned as Chairperson of the Audit Sub-Committee on his appointment as Board Chairperson in accordance with Company policy. Bernard remains a member of the Audit Sub-Committee.

43

Attendance at Company Meetings

Attendance Record - 2016 Board Meetings 02-Feb 24-Feb 15-Mar 24-May 26-Jul 20-Sep 22-Nov TotalDirectors

Fiona Mahon1 Acting Chairperson √ √ X √ √ √ √ 6/7Tom Fleming X √ √ √ √ √ X 5/7Joanne Kelleher √ √ √ √ X √ √ 6/7John McGuire 2 √ √ √ √ √ √ √ 7/7Killian O'Higgins3 √ √ √ √ √ √ √ 7/7Kathleen O'Meara N/A N/A N/A N/A N/A N/A √ 1/1Tom Quinn2 √ √ √ √ √ √ √ 7/7Bernard Walsh √ √ X X X √ √ 4/7

Attendance Record - 2016 AGM 24-May TotalRepresentatives of Shareholders

Killian O'Higgins Rehab Group √ 1/1Fiona Mahon Central Remedial Clinic √ 1/1

Executive

Senan Mullins Care Trust CEO √ √ √ √ √ √ √ 7/7Philip McCabe Care Trust Dir Finance √ √ √ √ √ √ √ 7/7

Other Invitees

Úna Ní Dhubhghaill4 CEO, CRA N/A N/A √ N/A N/A N/A N/ASheila Nordon5 Exec Dir, ICTRG N/A N/A N/A √ N/A N/A N/A

1 Appointed Vice - Chairperson 20 September 2016 and Acting Chairperson 30 November 2016.2 Term as Vice-Chair/Chairperson ended 20 September 2016.3 Appointed Chairperson 20 September 2016 and resigned as Director/Chairperson 30 November 2016.4 Úna Ní Dhubhghaill, Charity Regulatory Authority CEO, was invited to address the February Board meeting.5 Sheila Nordon, Irish Charities Tax Reform Group executive Director, was invited to address the May Board meeting.

Directors

Tom Fleming √ 1/1Joanne Kelleher √ 1/1John McGuire √ 1/1Kathleen O'Meara N/A N/ATom Quinn √ 1/1Bernard Walsh X 0/1

Executive

Senan Mullins Care Trust CEO √ 1/1Philip McCabe Care Trust Dir Finance √ 1/1

2016 Annual Report

Attendance Record - 2016 Remuneration Sub-Committee Meetings24-Feb Total

Directors

Tom Fleming Chairperson √ 1/1Joanne Kelleher √ 1/1ExecutiveSenan Mullins Care Trust CEO √ 1/1

Attendance Record - 2016 Audit Sub-Committee Meetings04-Mar Total

Directors

Killian O'Higgins3 Chairperson √ 1/1Tom Quinn √ 1/1Bernard Walsh √ 1/1ExecutiveSenan Mullins Care Trust CEO √ 1/1Philip McCabe Care Trust Dir Finance √ 1/1Auditors, EY

Audit Partner √ 1/1Audit Manager √ 1/1

Attendance at Company Meetings (continued)

44

Attendance Record - 2016 Governance Sub-Committee Meetings19-Dec Total

Directors

Joanne Kelleher Chairperson √ 1/1Fiona Mahon √ 1/1John McGuire X 0/1Tom Quinn √ 1/1ExecutiveSenan Mullins Care Trust CEO √ 1/1

2016 Annual Report

Summary Attendance at Company Meetings

Attendances at all 2016 meetings

Director

Fiona Mahon Acting Chairperson 6/7 1/11 1/1 8/9Tom Fleming 5/7 1/1 1/1 1/1 8/10Joanne Kelleher 6/7 1/1 1/1 1/1 9/10John McGuire 7/7 1/1 0/1 0/1 8/10Killian O'Higgins 7/7 1/11 1/1 9/9Kathleen O'Meara 1/1 1/1Tom Quinn 7/7 1/1 1/1 1/1 1/1 11/11Bernard Walsh 4/7 0/1 1/1 5/9BeneficiariesMo Flynn Rehab CEO 1/1 1/1Stephanie Manahan Central Remedial Clinic CEO 1/1 1/1ExecutiveSenan Mullins Care Trust CEO 7/7 1/1 1/1 1/1 1/1 1/1 12/12Philip McCabe Care Trust Dir Finance 7/7 1/1 1/1 1/1 10/10

Bo

ard

AG

M

Rem

uner

atio

n

Aud

it

Go

vern

ance

TotalsSta

keho

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s

Attendance at Company Meetings (continued)

Attendance Record - 2016 Stakeholders Sub-Committee Meetings16-Sep Total

Directors

John McGuire Chairperson X 0/1Tom Fleming √ 1/1Joanne Kelleher √ 1/1Tom Quinn √ 1/1BeneficiariesKieran Timmins Chairperson, CRC Board √ 1/1Jimmy Tolan Chairperson, Rehab Board √ 1/1Stephanie Manahan CRC CEO √ 1/1Mo Flynn Rehab Group CEO √ 1/1Michael Moriarty CRC Finance Manager √ 1/1Kathleen O'Meara Rehab Director of Communications √ 1/1Senan Mullins Care Trust CEO √ 1/1Philip McCabe Care Trust Dir Finance √ 1/1

45

2016 Annual Report

1 Present as proxies for the Shareholders, Fiona Mahon for CRC and Killian O’Higgins for Rehab.

2016 Annual Report

47


Directors’ Reportfor the Year Ended 31 December 2016

48

Directors' Reportfor the Year Ended 31 December 2016

ConstitutionThe Care Trust (TCT) is a designated activity company withshare capital divided equally between two Shareholders. TheConstitution states that the ‘A’ shares and ‘B’ shares rank paripassu and Rehab Group (Rehab) and the Central RemedialClinic (CRC) are referred to as the ‘A Shareholder’ and ‘BShareholder’, respectively. The Company is a registeredcharity in the Republic of Ireland (charity number 13691) andhas been granted charitable status under sections 207 and208 of the Taxes Consolidation Act, 1997. The governingdocument is the Company's Constitution.

The Constitution sets out the objects and powers of The CareTrust DAC, which is governed by a Board of Directors with aChairperson. The Board met 7 times in 2016 (2015:6). TheDirectors have responsibility for the strategic direction of TCT.They have appointed a Chief Executive and he has delegatedauthority, within terms approved by the Board, for day-to-dayoperational matters including finance and employment.

Method of appointment of DirectorsIn line with TCT’s Constitution, Rehab (as Shareholder ‘A’) andthe CRC (as Shareholder ‘B’) will nominate Directors for theBoard, and such appointments or removals of Directors shallbe in writing and signed by or on behalf of Shareholders. Aquorum of two Directors (one ‘A’ Director and one ‘B’ Director)must be present for each Board meeting and the Chairpersonis not entitled to a casting vote should disagreements arise.

The A and B Directors may agree to the appointment of anindependent Director or Directors, subject to the governingdocuments of TCT. Directors are appointed for a term of threeyears. On the expiration of the three-year term, Directors maybe reappointed for a further term but may not be appointedfor more than 3 terms of three years. Directors are non-executive and details of remuneration and expenses aredisclosed in Note 4 of the financial statements.

Directors' induction and trainingThe Board of The Care Trust is committed to providing acomprehensive induction process, ensuring that each Board

appointee acquires the necessary information on how TCTand its Board work, in order to allow him or her to play a fullpart in discussion and decision making. Such an inductionprogramme includes an overview of the role of the Board andindividual Board members, as well as the Governance Code.

The induction programme is tailored to individual appointees,taking time commitments and required skills development intoaccount. Induction includes a variety of activities, spread overa period of time:

Orientation/welcome meeting with TCT Chairperson and CEO;Specially arranged meetings and introductions to other Board members;Sign-off of Letter of Appointment and Code of Conduct; andPresentation of Induction Pack.

The Induction Pack contains the following items: TCT'sConstitution; Directors' Handbook; Organisational Chart;Strategic Plan; Annual Report and financial statements; List ofSub-Committees with Terms of Reference and all relevantcontact details; Schedule of Board Meetings for the year.

In 2016, the Company revised and updated the Handbook forthe Board of Directors of The Care Trust and has issued thisto all its Directors. This document provides a best practiceguide for appointees to the Board and covers the areas of: therole of the Chief Executive, the operation of the Board, termsof reference for Sub-Committees, and policies and keydocuments of the Company.

Related party relationshipsThe Care Trust is an affiliated Company of both Rehab and theCRC. The Beneficiaries of the Company are the CRC, Rehaband the Mater Misericordiae University Hospital (MMUH).

In 2016 the Board of the Friends & Supporters of the CRCLimited (F&S of CRC) gifted TCT shares owned by the F&S ofCRC, to the CRC itself. All 2016 payments by The Care Truston the CRC side were made directly to CRC.

The Directors are pleased to present their annual report and audited financial statementsfor the year ended 31 December 2016.

Structure, Governance and Management

2016 Annual Report

49

Directors' Reportfor the Year Ended 31 December 2016 (continued)

ObjectiveThe purpose of The Care Trust is to raise funds for the CRCand for Rehab. By agreement, the Company also fundraisesfor the MMUH.

The Care Trust operates a lottery under licence, granted bythe District Court for the benefit of the Beneficiaries.

Activities for achieving objectivesThe CRC, the MMUH and Rehab, collectively acting as thepromoters, have engaged the Company to operate a lotteryfor their benefit. The licence in respect of the lottery is held bythe Company and the purpose of the lottery is to raise fundsfor these three charities.

The Company runs three car draws each month, for itsContributors, who participate by direct debit of €15 per monthor through an agent collecting cash at the door.

Contributors can enter into three draws each month, with aFord Fiesta car to be won in each draw and a number of cashconsolation prizes. New Contributors are enrolled byfundraisers calling door to door, and contribute by €15monthly bank mandate.

The Gaming & Lotteries Act 1956, (as amended), requires that"not more than 40% of the gross proceeds shall be utilised forthe expenses of promotion". The attached financial statements

show The Care Trust DAC agency income for operating thelottery licence on behalf of its promoters. Note 2(c) to thefinancial statements clarifies the basis for the recognition ofthis income.

Amounts falling due to promoters are detailed in Note 11 tothe financial statements. This shows the opening balance,amounts due net of prize funds, amounts paid in the year andthe surplus/(deficit) on account arising at year end, as reflectedon page 57 in the Statement of Financial Position.

Principal activity and business reviewTotal amounts raised through The Care Trust activities was€5.07 million (2015: €5.72 million). Amounts due to thepromoters at 60%, under the Gaming and Lotteries Act, were€3.04 million (2015: €3.51 million) resulting in commission toThe Care Trust of €2.03 million (2015: €2.21 million). Afterdeduction of prize funds of €514k (2015: €565k), the netamounts due to promoters was €2.53 million (2015: €2.95million) as shown on page 50 and in Note 11 to the financialstatements. Amounts paid to promoters in the year were€2.44 million (2015:€2.98 million).

After operating costs, including exceptional costs of €0 (2015:€26,870) The Care Trust's profit on ordinary activities for theyear was €118,810 (2015: €74,897).

Future developmentsThe Board intends to conduct a Strategic Review of The CareTrust early in 2017. This will identify and evaluate the strengthsand weaknesses, opportunities and threats, structures andprocesses, in the business, and will seek to chart a freshcourse to harness the generosity and support of existing andnew Contributors.

In an increasingly difficult fundraising landscape, The CareTrust is working consistently to allay the fears of Contributors

about the misappropriation of and use of funds. There is afocus on securing direct debit enrolments, to ensure secureand sustainable giving, as well as greater connectivity withBeneficiaries to trace the use of funds. Digital platforms, suchas the 'My Care Trust' account, allows for full transparencyand social media is also being used to disseminate informationand build confidence.

Principal Activities and Objectives

2016 Annual Report

50

€514,097, 10%

€2,530,01350%

€2,029,407 40%

Prize fund

Beneficiaries

The Care Trust -agency fee

2016 Gross Revenues €5,073,517

€1,648, 0%€250,000, 10%

€1,139,183, 45%

€1,139,183, 45%

Net amounts due to Beneficiaries in 2016, €2,530,013

IHLTA

MMUH

CRC

Rehab

Gross revenues for the year of €5,073,517 were accounted for by €514,097 in prize funds, €2,530,013 due to Beneficiariesand €2,029,407 to The Care Trust under its lottery agency fee.

The amount due to Beneficiaries in 2016 of €2,530,013 shown above, is accounted for as €1,139,183 each to CRC andRehab and €250,000 to the Mater Misericordiae University Hospital (MMUH) and €1,648 to the Irish Heart and Lung TransplantAssociation (IHLTA). This analysis is depicted below.

MMUH IHLTA Rehab CRC Total€ € € € €

Opening surplus on a/c - - (9,038) (9,037) (18,075)Due in 2016 250,000 1,648 1,396,231 1,396,231 3,044,110Less prize fund - - (257,048) (257,049) (514,097)Net due in year 250,000 1,648 1,139,183 1,139,182 2,530,013

Paid in 2016 (250,000) (1,648) (1,094,250) (1,094,250) (2,440,148)

Closing balance 31-12-2016 - - 35,895 35,895 71,790


Summary Promoters Account

2016 Annual Report

51

Financial ReviewGeneral reviewThe Care Trust's fundraising continued to be adversely affectedby public concern over accountability and transparency in thecharitable sector. Gross proceeds were €5.07 million (2015:€5.72 million). The 2015 figure was boosted by €199k from aonce-off transfer of Rehab Bonanza members into the CareTrust Draws, but the net drop was still a 7% fall in revenues.The Care Trust's agency income for operating the lottery, was€2.03 million (2015: €2.21 million) reflecting a very difficult year.To further reduce costs, a finance manager was appointed asNational Manager, responsible for fundraising representativesand cash collectors in the field. The vacancy in Finance wasnot filled nor was the post vacated by the Director of HumanResources, who retired at the end of 2015.

ReservesThe Care Trust's available reserves at the year end increasedto €412,898 (2015: €294,088) due to the profit in the year of€118,810.

FundingThe Care Trust's sole function is to fundraise on behalf of itsBeneficiaries: the CRC, the MMUH and Rehab. The Care Trustdoes not, nor ever has, receive any government funding orlottery compensation funds.

Achievements and performance

Review of activitiesThe results for the year are set out on in the Statement ofFinancial Activities on page 56 of the Annual Report. Thereturns by the Company to the Beneficiaries are shown in note11 on page 65.

Investment policy and performanceThe Care Trust investment policy is to maintain sufficientliquidity while maximising security and returns on deposits.

Factors relevant to achieve objectivesThe recruitment of sufficient and capable fundraisingrepresentatives and the persistency of existing Contributorsare pivotal to the success of the business.

Key performance indicatorsThe key performance indicators of the business are:i) maintaining costs within the limits of the lottery legislation:

40% of gross proceedsii) achieving 3,200 new enrolments on direct debit or credit

card mandates with 75% persistency

iii) distributing €2 million to the main Beneficiaries and €250,000 to MMUH

iv) maintaining compliance with the the Corporate GovernanceCode for Community, Voluntary and Charitable Organisationsin Ireland; the Statement of Guiding Principles for Fundraising and Charities SORP

Principal risks and uncertaintiesThe principal risks and uncertainties in the business are:

i) rebuilding Contributor confidence in supporting The Care Trust to secure new enrolments

ii) managing the cash risk associated with the agent collectionsiii) ensuring queries from Contributors and the public are dealt

with promptly and professionallyiv) recruiting and retaining sufficient and capable fundraising

representatives

The Care Trust has business policies and structures to limitthese risks and the Board of Directors regularly review and re-assess to proactively limit the associated risks.

The Care Trust has a Risk Management Policy, approved bythe Board, and the SMT prepared a Risk Register in line withthe principles of ISO 31000: 2009: Risk Management –Principles and Guidelines. This was presented at Boardmeetings in 2015 for the first time, and has continued in 2016,and is regularly reviewed by the Audit Sub-Committee.

The Care Trust maintains complaints and fraud registers andensures that all issues are investigated, documented andappropriately resolved. The Board is updated at each BoardMeeting. The Company also maintains, and annually updates,disaster recovery documentation. Accounting, payroll anddatabase systems are hosted on a cloud infrastructure forenhanced continuity, and are backed up every day.

Internal controlsAs well as the risk management strategies detailed above, TheCare Trust undergoes an Internal Audit, by Rehab Group'sInternal Auditor, every two years. This audit assesses thestrength of the The Care Trust’s internal controls and reportsto the Board on its findings, how previous recommendationshave been acted upon, and where necessary, makesrecommendations on how controls can be improved. Theexternal auditor, Ernst Young, also comment on any weaknessin internal controls that it encounters as part of the statutoryannual audit and report on such to the Board and thosecharged with governance.


2016 Annual Report

52

Directors' responsibilities statementThe Directors are responsible for preparing the Directors’Report and the financial statements in accordance withapplicable law and regulations.

Irish Company law requires the Directors to prepare financialstatements for each financial year. Under that law the Directorshave elected to prepare the financial statements in accordancewith accounting standards issued by the Financial ReportingCouncil and promulgated by the Institute of CharteredAccountants in Ireland, including FRS 102, the FinancialReporting Standard applicable in the UK and Ireland (Generally Accepted Accounting Practice in Ireland).

Under Company law the Directors must not approve thefinancial statements unless they are satisfied that they give atrue and fair view of the assets, liabilities and financial positionof the Company as at the end of the financial year, and theprofit or loss of the Company for the financial year, andotherwise comply with the Companies Act 2014.

In preparing these financial statements, the Directors arerequired to:

● Select suitable accounting policies and then apply them consistently.

● Make judgements and estimates that are reasonable and prudent.

● State whether the financial statements have been preparedin accordance with applicable accounting standards, identify those standards, and note the effect and reasons for any material departure from those standards; and

● Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business.

The Directors are responsible for ensuring that theCompany keeps or causes to be kept adequate accountingrecords which correctly explain and record the transactionof the Company, enable at any time the assets, liabilities,financial position and profit or loss of the Company to bedetermined with reasonable accuracy, enable them toensure that the financial statements and Directors’ reportcomply with the Companies Act 2014 and enable thefinancial statements to be audited.

They are also responsible for safeguarding the assets of theCompany and hence for taking reasonable steps for theprevention and detection of fraud and other irregularities.

AuditorsThe auditors, Ernst Young, will continue in office in accordancewith Section 383(1) of the Companies Act, 2014.

DividendsThe Company did not propose, declare or pay any dividendsduring the year ended 31 December 2016 (2015: €nil).

Directors and secretary and their interestsThe Directors and Secretary are listed on page 41 and page40 respectively, and, unless otherwise stated, have servedthroughout the year. None of the Directors nor the Secretaryheld any beneficial interests in the shares of the Company ateither of the respective balance sheet dates, or subsequentdates of appointment.

Employee mattersThe well being of the Company’s employees is safeguardedthrough the strict adherence to health and safety standards.The Company has taken the necessary action to ensurecompliance with the health and safety standards, including theadoption of a safety statement.

The Company communicates regularly with all employees onmatters relating to its performance. Employees areencouraged to contribute to the decision-making processthrough regular meetings.

It is the policy of the Company to give full and fair considerationto application for employment made by disabled persons, tocontinue where possible the employment of those whobecome disabled and to provide equal opportunities fortraining and career development of all employees.

Environmental mattersThe Company seeks to minimise adverse impacts on theenvironment from its activities, whilst continuing to addresshealth, safety and economic issues. The Company hascomplied with all applicable legislation and regulations.


2016 Annual Report

53

Books of accountThe Directors are responsible for ensuring that adequateaccounting records are kept as outlined in section 282 of theCompanies Act, 2014. The Directors, through the use ofappropriate procedures and systems and the employment ofcompetent persons, have ensured that measures are in placeto secure compliance with these requirements.

These books and accounting records are maintained at theCompany’s registered office at College House, 71 - 73 RockRoad, Blackrock, Co. Dublin.

Disclosure of information to the auditorsSo far as each person who was a Director at the date ofapproving this report is aware, there is no relevant auditinformation, being information needed by the auditor inconnection with preparing its report, of which the auditor isunaware. Having made enquiries of fellow Directors and theCompany’s auditor, each Director has taken all the steps thathe/she is obliged to take as a Director in order to madehimself/herself aware of any relevant audit information and toestablish that the auditor is aware of that information.

On Behalf of the Directors

Directors

Bernard WalshDate: 28 March 2017

Tom QuinnDate: 28 March 2017


2016 Annual Report

Respective responsibilities of directors andauditorsAs explained more fully in the Directors’ ResponsibilitiesStatement set out on page 52 the Directors are responsible forthe preparation of the financial statements and for beingsatisfied that they give a true and fair view and otherwise complywith the Companies Act 2014. Our responsibility is to audit andexpress an opinion on the financial statements in accordancewith Irish law and International Standards on Auditing (UK andIreland). Those standards require us to comply with the AuditingPractices Board’s Ethical Standards for Auditors.

Scope of the audit of the financial statementsAn audit involves obtaining evidence about the amounts anddisclosures in the financial statements sufficient to givereasonable assurance that the financial statements are freefrom material misstatement, whether caused by fraud or error.This includes an assessment of: whether the accountingpolicies are appropriate to the Company’s circumstances andhave been consistently applied and adequately disclosed; thereasonableness of significant accounting estimates made bythe Directors; and the overall presentation of the financialstatements. In addition, we read all the financial and non-financial information in the Annual Report to identify materialinconsistencies with the audited financial statements and toidentify any information that is apparently materially incorrectbased on, or materially inconsistent with, the knowledgeacquired by us in the course of performing the audit. If webecome aware of any apparent material misstatements orinconsistencies we consider the implications for our report.

Opinion on financial statementsIn our opinion the financial statements:

• give a true and fair view of the assets, liabilities and financialposition of the Company as at 31 December 2016 and ofits profit for the year then ended;

• have been properly prepared in accordance with FRS 102The Financial Reporting Standard applicable in the UK andRepublic of Ireland; and

• have been properly prepared in accordance with therequirements of the Companies Act 2014.

Matters on which we are required to report bythe Companies Act 2014• We have obtained all the information and explanations

which we consider necessary for the purposes of our audit.

• In our opinion the accounting records of the Company weresufficient to permit the financial statements to be readily andproperly audited.

• The financial statements are in agreement with theaccounting records.

• In our opinion the information given in the Directors’ Reportis consistent with the financial statements.

Matters on which we are required to reportby exceptionWe have nothing to report in respect of sections 305 to 312of the Companies Act 2014 which require us to report to youif, in our opinion, the disclosures of Directors’ remunerationand transactions specified by law are not made.

Breffni Maguirefor and on behalf of Ernst & YoungChartered Accountants and Statutory Audit Firm

Dublin

Date

Independent Auditor's Report to the Shareholders ofThe Care Trust Designated Activity CompanyWe have audited the financial statements of The Care Trust DAC for the year ended 31 December 2016 which comprise theStatement of Financial Activities Including Income and Expenditure Account, the Statement of Financial Position, the Statementof Changes in Shareholders’ Funds, the Statement of Cash Flows and the related notes 1 to 21. The financial reporting frameworkthat has been applied in their preparation is Irish law and accounting standards issued by the Financial Reporting Council andpromulgated by the Institute of Chartered Accountants in Ireland, including FRS 102 The Financial Reporting Standard applicablein the UK and Republic of Ireland (Generally Accepted Accounting Practice in Ireland).

This report is made solely to the Company's members, as a body, in accordance with section 391 of the Companies Act 2014.Our audit work has been undertaken so that we might state to the Company's members those matters we are required to stateto them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assumeresponsibility to anyone other than the Company and the Company's members as a body, for our audit work, for this report, orfor the opinions we have formed.

54

2016 Annual Report

2016 Annual Report

5555555555555555


Statement of Financial ActivitiesIncluding Income and ExpenditureAccountfor the Year Ended 31 December 2016

56

2016 2015Incoming Resources from Generated Funds Note € €

The Care Trust Lottery and related income 5,073,517 5,724,754 Amounts due to promoters 11 (3,044,110) (3,514,442)

The Care Trust Lottery Agency Commission 2(c) 2,029,407 2,210,312

RESOURCES EXPENDEDCosts of generating lottery funds 3 (1,183,333) (1,280,330)

Net incoming resources available 846,074 929,982

Support costs 3 (678,869) (799,457)Governance costs 3 (48,395) (49,328)

Total resources expended (1,910,597) (2,129,115)

Operating profit 118,810 81,197

Loss on disposal of tangible asset - (6,300)

Profit on ordinary activities before taxation 118,810 74,897

Taxation on ordinary activities 7 - -

Profit on ordinary activities after taxation 118,810 74,897

Statement of Financial Activities Including Income and Expenditure Account for the Year Ended 31 December 2016

2016 Annual Report

57

2016 2015Assets Employed Note € €

FIXED ASSESTS 8 53,504 84,875

CURRENT ASSETSDebtors 9 21,160 67,230Cash at bank and in hand 806,598 595,300Surplus on promoters account 11 - 18,075

827,758 680,605

CREDITORS (amounts falling due within one year)Creditors 10 (396,574) (471,392)Amounts falling due to promoters 11 (71,790) -

(468,364) (471,392)

NET CURRENT ASSETS 359,394 209,213

NET ASSETS 412,898 294,088

UNRESTRICTED INCOME FUNDSCalled up share capital 12 130 130Capital contribution 13 400,000 400,000Unrestricted income / (deficit) funds 14 12,768 (106,042)

Shareholders' funds 15 412,898 294,088

Approved by the Board on 28 March 2017

Directors Bernard Walsh

Tom Quinn

Statement of Financial Positionas at 31 December 2016

2016 Annual Report

58

2016 Annual Report

Called Up Capital Profit & Loss TotalStatement of Changes in Shareholders' Funds Share Capital Contribution Account Funds

€ € € €

At 1 January 2015 130 400,000 (180,939) 219,191

Comprehensive incomeNet profit for the year 74,897 74,897Other comprehensive income for the year - - - -

At 31 December 2015 130 400,000 (106,042) 294,088

Comprehensive incomeNet profit for the year 118,810 118,810Other comprehensive income for the year - - - -

At 31 December 2016

Statement of Changes in Shareholders’ Fundsfor the Year Ended 31 December 2016

59

2016 2015Note € €

Operating profit 118,810 74,897 Depreciation 37,172 50,573 Loss on sale of fixed assets - 6,300 Write off of tangible fixed assets - 123Decrease / (Increase) in debtors 46,070 (27,873)(Decrease) / Increase in creditors (74,818) 9,981 Increase / (Decrease) in amounts falling due to promoters 89,865 (32,784)

Net cash inflow from operating activities 217,099 81,217

Investing activitiesPayments to acquire tangible fixed assets (5,801) (26,937) Net cash outflow from investing activities (5,801) (26,937)

Financing activities - -

Increase in cash and cash equivalents 211,298 54,280

Reconciliation of net cash flow to movement in cash

Movement in cash and cash equivalents 211,298 54,280 Cash and cash equivalents at 1 January 595,300 541,020

Cash and cash equivalents at 31 December 806,598 595,300

Statement of Cash Flowsfor the Year Ended 31 December 2016

2016 Annual Report

60

2016 Annual Report

Notes to the Financial Statementsfor the Year Ended 31 December 2016

1. GOING CONCERNThe financial statements are prepared on the goingconcern basis as both Shareholders, the CentralRemedial Clinic Limited and Rehab, will provide adequatefinance to enable the Company to meet its liabilities asthey fall due for a period of at least twelve months fromthe date of approval of the financial statements.

2. ACCOUNTING POLICIESThe significant accounting policies adopted by theCompany are as follows:

(a) Basis of preparationThe financial statements are prepared in accordancewith applicable Irish law and Generally AcceptedAccounting Practice in Ireland including theaccounting standards issued by the FinancialReporting Council and promulgated by the Instituteof Chartered Accountants in Ireland and have beenprepared in accordance with Financial ReportingStandard (FRS) 102 and also with reference to theStatement of Recommended Practice: Accountingand Reporting for Charities (SORP 2015).

(b) Accounting conventionThe financial statements are presented in euro beingthe functional currency of the Company and areprepared under the historical cost convention.

(c) Agency commissionAgency commission for the operation of the lottery isrecognised on an accruals basis. On foot of theagency agreement with the promoters, gross lotteryreceipts do not form part of the income of theCompany and are transferred on to the promoters,net of agency commission and prize fund. Theagency commission is based on funds raised whichare primarily the gross lottery receipts recorded andallocated to the lottery draws that have taken placeduring the financial year.

(d) Resources expendedAll expenditure is accounted for on an accruals basisand has been included under expense categoriesthat aggregate all costs for allocation to activities.Where costs cannot be directly attributed to particularactivities they have been allocated on a basisconsistent with the use of the resources.

Costs of generating lottery funds are those directlyincurred in the process of generating lottery funds.Support costs are those costs incurred directly insupport of expenditure on the objects of the charity,and include project management carried out at thehead office. Governance costs are those costsincurred in connection with the administration of thecharity and in compliance with constitutional andstatutory requirements.

(e) Fixed assetsDepreciation is charged on the original cost of thefixed assets at rates designed to write off the costsof these assets over the period of their expecteduseful lives. The rates being used are as follows:

Office equipment 10% per annum on costMotor vehicles 20% per annum on costFixtures and fittings 10% per annum on costComputer equipment 33.33% per annum on cost

(f) Pension costsThe Company operates a defined contributionscheme. Pension benefits in respect of the definedcontribution scheme are funded over the employees’period of service by way of contributions to a definedcontribution scheme. Contributions are charged tothe profit and loss account as they became payable.

(g) Operating leasesRental payments under operating leases are chargedto the profit and loss account on a straight-line basisover the lease term.

61

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2016 Annual Report

62

2016 Annual Report

4. EMPLOYEES AND REMUNERATION 2016 2015€ €

The staff costs comprise:Wages and salaries 686,081 785,491 Employer’s PRSI 81,302 81,302 Pension costs 34,431 36,746

801,814 903,539

The average number of employees in the year was: 2016 2015Nos. Nos.

Field staff 10 10 Management and administration 5 7

15 17

The number of employees whose annual remuneration (excluding pension contributions, and redundancy payments) was€70,000 or more were:

2016 2015Nos.

€130,001 - €140,000 1 1 €110,001 - €120,000 - - €100,001 - €110,000 - - €90,001 - €100,000 1 1 €80,001 - 0€90,000 1 1 €70,000 - 0€80,000 - -

3 3

Aggregate benefits received by senior management staff 2016 2015€ €

Basic salary 299,220 336,250 Taxable benefits 19,545 23,090 Pension contributions 25,434 25,434

344,199 384,774

The Chief Executive, Senan Mullins, is paid a salary of €119,500 per annum.

The members of the Board do not receive any remuneration but are entitled to be reimbursed for out of pocket expensesincurred in the course of carrying out their duties. These amounted to € nil (2015: €nil).

The Remuneration Sub-Committee approves the senior management pay structure to ensure it is appropriate for the Companyand for the competency delivered.


63

5. EXCEPTIONAL ITEM 2016 2015€ €

Chargeable in arriving at operating (loss) / profitRedundancy costs - 26,870

A regional sales manager post was made redundant in 2015 as part of ongoing cost cutting measures. The cash outflow in2015 pertaining to the redundancy costs was €26,870. As The Care Trust DAC is exempt from corporation tax due to its charitable status, there is no tax impact of the redundancy.


7. TAXATION ON PROFIT ON ORDINARY ACTIVITIES

The Company has charitable status and is exempt from corporation tax.

6. OPERATING PROFIT 2016 2015€ €

Operating (loss) / profit on ordinary activities before taxation is stated after charging:

Operating lease: office rentals (Note 18) 50,519 50,519 Depreciation charge 37,172 50,573 Auditor's remunerations (stated gross of VAT)- audit of Company accounts 36,543 35,500- other assurance services - - - tax advisory services - - - other non-audit services - -

In accordance with the Constitution, the Directors receive no remuneration for the performance of their duties as Directors.

2016 Annual Report

64

2016 Annual Report


8. FIXED ASSETS Motor Fixtures and Office Computer Totalvehicles fittings equipment equipment

€ € € € €

CostsAt 1 January 2016 41,819 46,468 28,414 95,482 212,183Additions - - - 5,801 5,801Disposals - (2,127) (1,920) (61,960) (66,007)At 31 December 2016 41,819 44,341 26,494 39,323 151,977

DepreciationAt 1 January 2016 23,700 25,605 20,151 57,852 127,308Disposals - (3,581) (1,920) (60,506) (66,007)Charge for period 8,364 4,846 2,119 21,843 37,172At 31 December 2016 32,064 26,870 20,350 19,189 98,473

Net book amountAt 31 December 2016 9,755 17,471 6,144 20,134 53,504

At 31 December 2015 18,119 20,863 8,263 37,630 84,875

FIXED ASSETS Motor Fixtures and Office Computer Totalvehicles fittings equipment equipment

€ € € € €

CostsAt 1 January 2015 60,819 46,468 71,641 266,583 455,511Additions - - 423 26,514 26,937Disposals (19,000) - (43,650) (197,615) (260,265)At 31 December 2015 41,819 46,468 28,414 95,482 212,183

DepreciationAt 1 January 2015 27,686 20,541 60,443 221,907 330,577Disposals (12,983) - (43,647) (197,212) (253,842)Charge for period 8,997 5,064 3,355 33,157 50,573At 31 December 2015 23,700 25,605 20,151 57,852 127,308

Net book amountAt 31 December 2015 18,119 20,863 8,263 37,630 84,875

At 31 December 2014 33,133 25,927 11,198 44,676 114,934

65


9. DEBTORS 2016 2015€ €

Amounts falling due within one yearDebtors and prepayments 21,160 67,230

12. CALLED UP SHARE CAPITAL 2016 2015€ €

Allotted called up and fully paid:50 'A' ordinary shares of €1.30 each (2015: €1.30 each) 65 65 50 'B' ordinary shares of €1.30 each (2015: €1.30 each) 65 65

130 130

10. CREDITORS 2016 2015€ €

Amounts falling due within one yearSundry creditors and accruals 307,394 349,040Client funds received in advance 89,180 122,352

396,574 471,392

Client funds received in advance relate to funds received in advance of lottery draws to be held in the future.

11. AMOUNTS FALLING DUE TO PROMOTERS 2016 2015€ €

Amounts falling due within one year

Opening balance (18,075) 14,709

Lottery receipts due to promoters 3,044,110 3,514,442Prize fund (514,097) (564,806)Net receipts due within one year 2,530,013 2,949,636 Transferred to promoters (2,440,148) (2,982,420)

Closing balance 71,790 (18,075)

2016 Annual Report

66

2016 Annual Report


13. CAPITAL CONTRIBUTION 2016 2015€ €

Balance at the beginning and end of the year 400,000 400,000

In December 2014, the Company received a capital contribution of €400,000 for long term working capital purposes, withboth Shareholders contributing €200,000 each.

14. RECONCILIATION OF MOVEMENT IN UNRESTRICTED 2016 2015INCOME (DEFICIT) / FUNDS € €

Balance at beginning of year (106,042) (180,939)Profit for the financial year 118,810 74,897 Balance at year end 12,768 (106,042)

16. PENSION

The Company operates a defined contribution pension scheme. The assets of the scheme are held separately from thoseof the Company in an independently administered fund. The pension cost includes contributions payable by the Companyto the fund and amounted to €34,431 (2015: €36,746).

15. RECONCILIATION OF MOVEMENT IN SHAREHOLDERS' 2016 2015FUNDS € €

Shareholders' surplus at the beginning of the year 294,088 219,191 Profit for the financial year 118,810 74,897 Shareholders' surplus at the end of the year 412,898 294,088

17. NOTES TO THE STATEMENT OF CASH FLOWS

Analysis of net debt At 1 January Cash Flows At 31 December 2016 2016 €

€ €

Cash at bank and in hand 595,300 211,298 806,598

2016 Annual Report

67


18. COMMITMENTS UNDER OPERATING LEASES 2016 2015€ €

We recorded an expense under operating leases of €50,519 during 2016 (2015: €50,519). Future minimal rentalpayments under non-cancellable operating leases are as follows:

2016 2015€ €

Land and buildingsPayable on leases in which the commitments expire:Within one year 21,050 50,519Within two to five years - 21,050After five years - -

21,050 71,569

19. DIRECTORS' AND SECRETARY'S INTERESTS

None of the Directors nor the Company Secretary have an interest in the share capital of the Company.

21. APPROVAL OF FINANCIAL STATEMENTS

The Directors approved the financial statements and authorised them for issue on 28 March 2017.

20. RELATED AND CONTROLLING PARTIES

Rehab Group Limited own 100% of the 'A' ordinary shares in the Company and the Central Remedial Clinic own 100% ofthe 'B' ordinary shares in the Company. All shares rank pari-passu. The amounts transferred to promoters is disclosed innote 11 to the accounts.

2016 Annual Report

696969696969696969


Supplementary UnauditedInformation for the Year Ended 31 December 2016

70

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2016 Annual Report

71

DETAILED INCOME AND EXPENDITURE ACCOUNT 2016 2015€ €

INCOMING RESOURCES FROM GENERATED FUNDSThe Care Trust Lottery and related income

Lottery Income 4,928,909 5,559,926Non Lottery contributions 93,480 100,228Corporate support 51,128 64,600

5,073,517 5,724,754

RESOURCES ALLOCATEDThe Care Trust Lottery Agency Commission 2,029,407 2,210,312

RESOURCES EXPENDEDCollectors' commissions deducted at source 456,552 521,516 Staff costs

Fundraising representatives 159,243 152,975 Regional sales managers 190,125 202,868

349,368 355,843Salaries - administration 409,782 503,157 Pension fund & gratuity provision 34,431 36,746 Permanent health insurance 8,233 7,793

452,446 547,696

Exceptional itemsStaff welfare & redundancy - 26,870

Administration expenses Canteen 2,451 3,309 Fundraising representatives expenses 33,157 36,789 Regional sales managers expenses 60,867 50,206 Car maintenance tax & insurance 4,065 4,583 Salaries - administration expenses 3,496 3,830Meeting expenses 3,300 4,440 Sundry expenses 2,807 3,427 Staff training 630 1,632 Meetings and travel 110,773 108,216

Independent fundraising representatives 134,496 182,357 Agent incentives 4,045 102 Agency fees 138,541 182,459

Printing & stationery 34,681 33,693 Postage, rail & courier 37,505 36,154 Software & technology fees 30,417 37,931 Telephone 12,670 14,837 Subscriptions 1,506 2,049 Office expenses 116,779 124,664

Rent & rates 51,648 51,648 General insurance 5,811 6,402 Light & heat 6,205 9,248 Maintenance, repairs & cleaning 8,808 8,272 Security - 954 Establishment expenses 72,472 76,524

Professional & legal fees 11,852 13,828 Audit fees 36,543 35,500 Professional fees 48,395 49,328 Marketing, advertising & recruitment 77,788 36,004 Finance charges - bank charges 50,311 49,422

Depreciation 37,172 50,573 Loss on disposal of fixed assets - 6,300TOTAL EXPENDITURE 1,910,597 2,135,415

Profit on ordinary activities before taxation 118,810 74,897

Supplementary Unaudited Information for the Year Ended 31 December 2016


Address & College HouseRegistered Office 71-73 Rock Road Blackrock Co. Dublin A94 F9X9

Telephone 01 200 0060Email [email protected] www.thecaretrust.ie

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